Think of a leader you've known who relied on their ability to discipline or reward people to get things done. Then, remind yourself of a leader who was a renowned expert in their field, or who you really admired for their integrity.
How did it feel to work for these leaders, and which one got the best from you? The way a leader behaves toward you and how effectively you work as a result can both depend on the source of their power. And their power need not come from their official status or title.
Social psychologists John French and Bertram Raven studied this phenomenon more than half a century ago. Despite its age, their research can still help us to understand why some leaders influence us, how prepared we are to accept their power, and – if you are a leader – how you can develop new power bases to get the best from your people.
Not all forms of power have a positive influence.
Understanding Power
In 1959, French and Raven described five bases of power:
- Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient.
- Reward – This results from one person's ability to compensate another for compliance.
- Expert – This is based on a person's high levels of skill and knowledge.
- Referent – This is the result of a person's perceived attractiveness, worthiness and right to others' respect.
- Coercive – This comes from the belief that a person can punish others for noncompliance.
Six years later, Raven added an extra power base:
- Informational – This results from a person's ability to control the information that others need to accomplish something.
By understanding these different forms of power, you can learn to use the positive ones to full effect, while avoiding the negative power bases that managers can instinctively rely on.
The Bases of Power
Let's explore French and Raven's bases of power in two groups – positional and personal.
Positional Power Sources
Legitimate Power
A president, prime minister or monarch has legitimate power. So does a CEO, a religious minister, or a fire chief. Electoral mandates, social hierarchies, cultural norms, and organizational structure all provide the basis for legitimate power.
This type of power, however, can be unpredictable and unstable. If you lose the title or position, your legitimate power can instantly disappear, because people were influenced by the position you held rather than by you.
Also, the scope of your power is limited to situations that others believe you have a right to control. If a fire chief tells people to stay away from a burning building, for example, they'll likely listen. But if he tries to make two people act more courteously toward one another, they'll likely ignore the instruction.
Reward Power
People in power are often able to give out rewards. Raises, promotions, desirable assignments, training opportunities, and simple compliments – these are all examples of rewards controlled by people "in power." If others expect that you'll reward them for doing what you want, there's a high probability that they'll do it.
The problem with this power base is that it may not be as strong as it first seems. Supervisors rarely have complete control over salary increases, managers often can't control promotions by themselves, and even CEOs need permission from their boards of directors for some actions. Also, when you use up rewards, or when the rewards don't have enough perceived value, your power weakens.
The exceptions to this are praise and thanks. We love to receive them and, best of all, they're free to give!
Coercive Power
This source of power is also problematic, and can be abused. What's more, it can cause dissatisfaction or resentment among the people it's applied to.
Threats and punishment are common coercive tools. You use coercive power when you imply or threaten that someone will be fired, demoted or denied privileges. While your position may allow you to do this, though, it doesn't mean that you have the will or the justification to do so. You may sometimes need to punish people as a last resort but if you use coercive power too much, people will leave. (You might also risk being accused of bullying them.)
Informational Power
Having control over information that others need or want puts you in a powerful position. Having access to confidential financial reports, being aware of who's due to be laid off, and knowing where your team is going for its annual “away day” are all examples of informational power.
In the modern economy, information is a particularly potent form of power. The power derives not from the information itself but from having access to it, and from being in a position to share, withhold, manipulate, distort, or conceal it. With this type of power, you can use information to help others, or as a weapon or a bargaining tool against them.
Personal Power Sources
Relying on these positional forms of power alone can result in a cold, technocratic, impoverished style of leadership. To be a true leader, you need a more robust source of power than a title, an ability to reward or punish, or access to information.
Expert Power
When you have knowledge and skills that enable you to understand a situation, suggest solutions, use solid judgment, and generally outperform others, people will listen to you, trust you, and respect what you say. As a subject matter expert, your ideas will have value, and others will look to you for leadership in that area.
What's more, you can expand your confidence, decisiveness and reputation for rational thinking into other subjects and issues. This is a good way to build and maintain expert power, and to improve your leadership skills.
You can read more about building expert power, and using it as an effective foundation for leadership, here.
Referent Power
Referent power comes from one person liking and respecting another, and identifying with them in some way. Celebrities have referent power, which is why they can influence everything from what people buy to which politician they elect. In a workplace, a person with referent power often makes everyone feel good, so he tends to have a lot of influence.
Referent power can be a big responsibility, because you don't necessarily have to do anything to earn it. So, it can be abused quite easily. Someone who is likeable, but who lacks integrity and honesty, may rise to power – and use that power to hurt and alienate people as well as to gain personal advantage.
Relying on referent power alone is not a good strategy for a leader who wants longevity and respect. When it is combined with expert power, however, it can help you to be very successful.
Infographic
You can see our infographic of French and Raven's theory here:
In 1959, social psychologists John French and Bertram Raven identified five bases of power:
- Legitimate.
- Reward.
- Expert.
- Referent.
- Coercive.
And, six years later, added an extra power base:
Anyone is capable of holding power and influencing others: you don't need to have an important job title or a big office. But if you recognize the different forms of power, you can avoid being influenced by those who use the less positive ones – and you can focus on developing expert and referent power for yourself. This will help you to become an influential and effective leader.
Apply This to Your Life
- Go through each power base and write down when and how you've used it.
- Ask yourself if you used the power appropriately. Consider the expected and unexpected consequences, and decide what you'll do differently next time.
- Think about the people who have power and influence over you. What sources of power do they use? Do they use their power appropriately? Where necessary, develop a strategy to reduce someone else's illegitimate use of power over you.
- When you feel powerless or overly influenced, think about how you could regain your own power and control. After all, you're never without power. Aim to be more aware of the power you have, and use it to get what you need – humanely.
- Career development
- 10 Types of Influential Power in Workplace Leadership
By Indeed Editorial Team
Updated June 13, 2022 | Published February 4, 2020
Updated June 13, 2022
Published February 4, 2020
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A leader's influence can determine how well common goals are met in the workplace. This power is a fundamental tool used by great leaders. The type of power used varies from person to person based on environment, personality and skill.
In this article, we define what leadership power is and explore 10 types of power in leadership.
What is leadership power?
Leadership power is the influence that leaders have over their followers. It persuades others to support their efforts and do as they ask. Influence is essential to leadership because leaders cannot exist without it. It is also a key component of power and authority.
Power and authority are often used interchangeably but their meanings have nuanced differences. Power is the influence someone has over another. It refers to the ability to accomplish a goal with the help of others. Authority is the right to exercise that influence.
Supervisors have authority because of their position in the workplace. They possess a type of power because of this, but a staff member can also have power if they are well-liked by colleagues. The staff member has no authority but colleagues are willing to follow them because of their relationship.
10 types of power in leadership
A leader inspires others to act. Good leaders possess a type of power that encourages self-improvement and team building and promotes a positive work culture. The types of power are how people are influenced. The 10 common types of power in leadership are:
1. Legitimate
Legitimate power is the result of hierarchy in an organization. They can influence employees because their position dictates it. This is similar to military rankings. All lower-ranking members must abide by the direction of their commanding officer and other high-ranking officials. This structure helps to organize large businesses and ensures everyone is following the same goals.
You gain legitimate power in an organization by showing you have what it takes to be a supervisor, executive or partner. Working as a supervisor lets potential employers know you can handle the responsibility. Use legitimate power together with other types of power to be a successful leader.
2. Coercive
Coercive power is the power someone holds through threat or force. In an organization, a higher-ranking manager can force a lower-ranking employee to act in a way they don't want to with a threat of termination or other disciplinary action. This type of power can be used in cases of insubordinate employees but when relied upon as a common tool, it can breed resentment.
Coercion can occur between colleagues or even from an employee to a manager. In this case, the leveraging factor is the threat of exposing unwanted information or something similar.
3. Referent
Referent power is the power that role models hold. It occurs when a leader has strong interpersonal skills and others follow them because of deep admiration. For example, an employee tries to solve a conflict and refers to what his mentor would do and follows that model to resolve the issue.
This power is not one leader can bestow on themselves. The admiring party gives the leader the designation of role model.
Develop your interpersonal skills by taking an interest in others. Listen when they speak and respond appropriately. Well-liked people inspire loyalty and a willingness to work together on common goals.
Read more: What Is Referent Power? The Secret To Being a Better Leader
4. Charisma
Charisma is the nature of attractiveness or charm that compels others to follow someone. Charismatic power inspires positivity and joyful feelings in others. The persuasive nature of this power is reliant on the engaging quality of the leader's personality. This power does not have to exist with any explicit skills or refined leadership qualities. People are naturally drawn to the charisma of others. When used as a tool in conjunction with well-rounded leadership, it can inspire great change.
Charisma is a natural byproduct of an outgoing personality. It works best when felt honestly. Learn to be charismatic by developing confidence in your unique abilities. If you feel more comfortable connecting with people one-on-one rather than in large groups, this may be your way of displaying charm. Embrace your strengths and use them to your advantage.
Related: Interpersonal Skills: Definitions and Examples
5. Expert
Expert power exists in an organization when one member possesses a set of skills others don't have. This leads others to defer to the expert. Employees typically assume managers or executives possess some skill or knowledge that others don't. Anyone in the organization can hold expertise power.
To use expert power in your career, pursue expertise in your field. When you demonstrate a high level of competence, people may begin to defer to you or follow your advice because of your experience.
Related: 15 Tips for Influencing Others as a Leader
6. Information
Power based on information lasts as long as the information is not known to others. This puts the person in possession of the information in a unique position to leverage this power however they choose.
While having information power can be a one-time occurrence, you can become a person who is known to have key information on the industry, products or market. By developing a curiosity for important news and innovations in your field, you may become a valued resource to your colleagues.
7. Reward
Gifts can give someone a strong influence on the behavior of others. Reward power exists when a manager has the power to offer incentives to employees who perform well. For example, offering a raise to employees with the highest sales numbers signifies reward power.
As a workplace leader, reward power works best when the reward is something relevant to the employees. Having something they desire can encourage boosts in productivity. The incentives must also be attainable to keep morale high.
Related: 4 Steps for Creating an Employee Rewards Program
8. Moral
A leader with moral power inspires action based on their beliefs and behavior. Moral leaders live by a principle that others can see and decide to follow. Employees are inspired by these leaders because the leader builds trust through their ethics. They become a role model for setting personal standards.
To use moral power in your career, establish a personal mission statement and philosophy to live by. When you make this statement known to others and consistently live by your principles, they come to trust your example.
Related: Integrity: Definition and Examples
9. Connection
Leaders have connection power when their alliance with influential people is admired and desired by others. The connection gives people the sense that the leader possesses or has access to the same power that the influential person has. This is beneficial in cases where the leader has connections to possible business investors.
Building relationships establish a framework for connection power. Take advantage of networking opportunities to make lasting friendships throughout your career.
Related: Become a Networking Expert in 7 Steps
10. Founder
Founder power exists when a leader is the founder of an organization, ideal or movement. Others defer to this person's power because there is a perception of having a deeper knowledge than the others through experience.
Becoming an entrepreneur of a successful business gives you founder power even after you have stepped down from running day-to-day activities.
Related: 6 Leadership Theories for Career Growth
Qualities of an effective leader
Leadership is a combination of qualities that inspire others to achieve a common goal. Certain qualities of leadership occur more readily in some people than in others. Through patience and goal setting, anyone can learn to be an effective leader. Here are some common qualities of a successful leader:
Honesty
Honesty in a leader builds trust and credibility among employees. People are more willing to work with someone they believe can deliver promised results. An honest leader also inspires a culture of taking responsibility for your work and actions.
Integrity
Integrity is a consistent upholding of personal principles. It is important in leadership because it inspires trust and reference in others.
Confidence
An effective leader must have confidence in their own actions to inspire others to act in harmony. Confidence gives the impression that a leader knows what they are doing and are capable of solving the current problem.
Empathy
The ability to see things from the perspective of others is an essential quality of leadership. With this core skill, the leader can suggest changes that help team members improve on their personal strengths.
Enthusiasm and inspiration
Like charisma, enthusiasm stimulates people into action. It inspires positive feelings that help employees push through challenges and discover innovative solutions. An enthusiastic leader keeps motivation high and inspires confidence.
Accountability
Leaders demonstrate accountability when they consistently deliver on their promises, take responsibility for their actions and live up to a high-performance standard. These standards can be the result of a personal philosophy or an organizational goal.
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